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In this document

Mission, Purpose, Core Values, Our Vision 2

Lessons from History 3

Services/Products 4

List of Projects 5

Key for Use of Vision Navigation® Chart 6

Vision Navigation® Chart 7

Project Plans Enhancing the Value of IT 8 Patient Relationship Management (PRM, Martec) 10 Diversification of Income Streams 12 Operations Enhancement 14 Management Team Support and Structure 16 Staff Retention, Development, and Training 18

Mission

Sunshine Community Health Center is committed to patient centered, accessible, proactive, quality health care, promoting community wellness through outreach and education

Purpose

Building healthy communities through accessible, high quality health care

Core Values

From our history to date and from the commitments that we all share now about the future, we have defined the values that should guide all of our activities and staff in the years to come. These are our core values:

Compassion: We care and it shows… (’01, ’17)

Integrity: We strive to do the “right thing” (’01, ’17)

Community-Based: We make decisions that are grounded in community needs and values (’01, ’03)

Fiscal Responsibility: We are good stewards of our resources and strive for financial sustainability (’03, ’15, ’16)

Teamwork: We strive to work together for the best interest of the clinic and the community we serve (’03, ’05, ’15)

Our Vision

Guiding our clients to health and wellness

• Integrated services (’19)

• Community involvement (’19)

• Progressive and innovative (’19)

• High functioning organization (’15, ’17,’19)

• Community resiliency (’18,’19)

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Lessons from History

Our history to date has taught us much about what works well and what should not be repeated. The following are considered to be our major lessons from history at this point in our history. These should serve as operating principles that guide our journey into the future:

• Integrity will weather all storms (’01)

• Vision - don’t lose sight of it (’01)

• Clear bylaws are critical for success (’02)

• Keep our sense of humor when things go wrong (’04)

• Accountability counts (’04)

• Community trust is vital (’15)

• Stewardship of resources while looking to the future creates possibilities (’17)

• Full Board commitment is needed for successful Board recruitment (’18)

• Open dialog establishes trust (’19)

• We must go out of our comfort zone to recruit new board members (’19)

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Services/Products

The following are the services/products that are created by Sunshine Community Health Center which, when provided to external customers, generate continued support for its work:

• Educated community members in health related areas (‘01, ‘03)

• Healthy people in our communities (‘01, ‘03)

• Affordable/accessible health care, preventive health care (’01,’18)

• Employed community members (‘01)

• Shared organizational expertise (‘03)

• Informed policy makers and community members (‘03)

• Improved outcomes for people with chronic diseases (‘03)

• Increasing health related resources in our communities (’03,’18)

• Patient access to electronic health records (’18)

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Project Plans

Each strategic initiative has been assigned a letter and each improvement project has been assigned a number.

The following are the strategic initiatives of Sunshine Community Health Center to be undertaken in the coming year:

A. Enhancing the Value of IT

B. Patient Relationship Management (PRM, Martec)

C. Diversification of Income Streams

The following are the improvement projects of Sunshine Community Health Center to be undertaken in the coming year:

1. Operations Enhancement

2. Management Team Support and Structure

3. Staff Retention, Development and Training

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Key for Use of Vision Navigation® Chart

The Vision Navigation® Chart depicts the steps required to make the vision a reality and to handle priority issues associated with improving the organization's effectiveness.

The chart reads from left to right. The left represents present time and the far right the vision of what is to be achieved. Because of the rapid pace of change, detailed planning has been completed only for the current year. Each colored arrow on the chart contains one project. The vertical lines divide the projects into quarters for ease in understanding whether the organization is on schedule in accomplishing its aims.

There are two types of projects that may be included on the chart. Improvement projects are intended to work on the efficiency, efficacy, quality, profitability, and/or culture of the organization. Strategic projects are intended to grow the organization and move it toward its vision in the marketplace.

Each strategic initiative has been assigned an identifying letter, and the quarterly milestones or tasks are written in ovals. Each improvement project has been assigned an identifying number, and the quarterly milestones are written in rectangles. Following the chart are complete write-ups of each strategic initiative and improvement project to provide supporting documentation to clarify the projects being undertaken. In the Appendix is a section titled “Use of the Vision Navigation® Chart”, which explains how to use and update this tool on a monthly basis.

Below is a key to information contained within each box or circle on the chart:

STRATEGIC

INITIATIVE

A.1 WMD

IMPROVEMENT PROJECT

1.1 WMD

INITIATIVE BEING ADDRESSED

INITIALS OF PERSON RESPONSIBLE FOR THE OUTCOME OF THE PROJECT

PROJECT BEING ADDRESSED

REFERS TO THE OUTCOME OF THE INITIATIVE

REFERS TO THE OUTCOME OF THE PROJECT

INITIALS OF PERSON RESPONSIBLE FOR THE OUTCOME OF THE INITIATIVE

911 W. 8th Avenue Suite 205 • Anchorage, Alaska 99501 • 907.276.4414 Fax 276.4419 • www.professionalgrowthsystems.com

Version 10.0, 04/16/19

Our Vision:Guiding our clients to

health & wellness

Integrated services

Community involvement

Progressive & innovative

High functioning organization

Community resiliency

Vision Navigation® Chart

04/01/19 - 03/31/20

Mission:Sunshine Community Health

Center is committed to patient centered, accessible, proactive, quality health care,

promoting community wellness through outreach

& education

Purpose:Building healthy communities

through accessible, high quality health care

TM Tanya MacDonaldTP Teri PetramBS Bronn SalmonSSH Stephanie Stanely-HarrellCS Cricket StankowitzDT Duronda TwiggMV Mike Von AhBW Bill WasKW Kathy WatkinsMW Melody West

03/31/2009/30/19

Enhancing the Value of IT - Tanya MacDonald Strategic Initiative A:Enhancing the Value of IT

2-Year Goal:•Our staff is using IT tools to improve

efficiency & accuracy in their day to day work flows

1-Year Target:•We have identified top 5 time intensive processes in all departments to apply IT

technology to improve efficiency•Productivity reporting has improved

& we are using data to make decisions

12/31/1906/30/19

03/31/2009/30/19

Diversification of Income Streams - Kathy Watkins Strategic Initiative C:

Diversification of Income Streams3-Year Goal:

•Diversified income streams contributing to overall financial health

1-Year Target:•Diversified income plan in place

Metric:•$ coming from outside sources

12/31/1906/30/19

Coordinated IT training program

developedA.1 TM

Staff IT perfor-mance evaluated &

areas for improvement identifiedA.3 SSH

Board commitment

C.1a KW

Key re-sources identified

C.2 KW

03/31/2009/30/19

Facilities - Teri Petram Strategic Initiative B:

Patient Relationship Management (PRM, Martec)2-Year Goal:

•PRM fully implemented with associated training

1-Year Target:•Patient engagement components

identified, packages researched & purchased

Metric:•TBD once implemented

12/31/1906/30/19

HIPAA compliance researchedB.1 TM

Training program

establishedB.7 TMProduct re-

search completedB.4 TP

Potential opportunities

exploredC.3 MV

List of pot-ential income diversifica-tion projects developed

C.4 MW

Training evaluation developedA.2 TM

Operations Enhancement - Tanya MacDonald Improvement Project 1:Operations Enhancement

3-Year Goal:•Our organizational workflows are optimized & continuously improve

1-Year Target:•Staff knowledgeable & fully participating in

the operational enhancement initiativeMetric:•TBD

High priority workflows improved

1.2 CS

03/31/2009/30/19 12/31/1906/30/19

Staff Retention, Development & Training - Stephanie Stanley-Harrell Improvement Project 3:

Staff Retention, Development & Training

2-Year Goal:•System for training, development &

retention developed & in use1-Year Target:

•Analysis completed & plan for implantation developed

03/31/2009/30/19 12/31/1906/30/19

Management Team Support & Structure - Bronn Salmon

Improvement Project 2: Management Team Support & Structure

1-Year Target:•Effective Management Team Support &

Structure in place & operationalMetric:

•Staff Satisfaction - quarterly

03/31/2009/30/19 12/31/1906/30/19

All training offerings

researched

3.2 SSH

Auditing & monitoringfor high priority

workflows established

1.6 TM

Effective communi-cation methods

established

1.1 TP

Coordinated training program

in place

1.4 TM

Needs for profes-sional development

training defined

3.1 SSH

Patient experience known

A.4 CS

Staffexperience known

A.5 SSH

Workflows identified that can be

improved with the PRMB.2 CS

Budget de-fined for this effort

B.5 CS

PRM pack-age purchased

B.6 BS

Health information library

developedB.8 TP

PRM requirements

identifiedB.3 TP

Board commitment

C.1b KW

Board commitment

C.1c KW

Board commitment

C.1d KW

Income diversification plan

developedC.5 BW

Processes/procedures assessed

1.3 TM

Roles clearly defined

1.5 SSH

Operating rhythm of team enhanced

2.1c BS

Analysis of current training methods

completed

3.3 SSH

Incentive program explored

3.5 SSH

Resources or training

explored

3.4 SSH

Budget for this effort

established

3.6 SSH

Report back to staff on surveys

2.2c CS

Operating rhythm of team enhanced

2.1c BS

Report back to staff on surveys

2.2c CS

Operating rhythm of team enhanced

2.1c BS

Report back to staff on surveys

2.2c CS

Operating rhythm of team enhanced

2.1c BS

Report back to staff on surveys

2.2c CS

Staff supportteam revitalized

2.3 SSH

Team develop-ment work done

2.4a DT

Team develop-ment work done

2.4b DT

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Strategic Initiative A: Enhancing the Value of IT (Strive for Better/More Valuable Data)

Description: This project will help us with efficiency of work flows, lowering cost, improve patient care while improving morale.

Why:

• Remain cutting edge

• Streamline work flows

• Better serve our patients

• Better staff morale

• Better decision through better data

What it Includes:

• Assessment

• Training plans

• Training

• Scheduling, roll out plan

• Culture change

• Better teamwork

• Education on the purpose of “change”

• Regular reporting (where are we winning?)

2-Year Goal:

• Our staff is using IT tools to improve efficiency and accuracy in their day to day work flows

1-Year Target:

• We have identified top 5 time intensive processes in all departments to apply IT technology to improve efficiency

• Productivity reporting has improved and we are using data to make decisions

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Metric:

Measure name: Process Efficiency and Accuracy

Data plotted: TBD for each process

Type of chart: TBD

Target: TBD

Challenges:

1. Time to involve staff for buy-in and competency development

2. Time for management to manage this effort

3. Need to consider all departments for unintended consequences

4. Changing technology

5. Not letting technology get in the way of good care

Outcomes: Who: When:

1. Coordinated IT training program developed TM 12/31/19

2. Training evaluation developed TM 12/31/19

3. Staff IT performance evaluated and areas for improvement identified SSH 03/31/20

4. Patient experience known CS 03/31/20

5. Staff experience known SSH 03/31/20

Overall Team Leader: Tanya MacDonald

Team Members Responsible for Project Metric: Tanya MacDonald with Department Heads

Team Members: Leadership and Management, Sky Pride, Curtis Harvie

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Strategic Initiative B: Patient Relationship Management (PRM, Martec)

Description: This project will help us improve relationships with our patients and provide better patient experience.

Why:

• Engages our patients in their own care

• Data will improve health outcomes

• Know our patients better

• Helps us know what our patients need and want

• Streamlines case management process

What it Includes:

• Research HIPAA compliance

• Definition of requirements

• Look at what will integrate with Centricity/AZARA and other applications

• Deciding where to start (roll out)

• Purchasing

• Training

2-Year Goal:

• PRM fully implemented with associated training

1-Year Target:

• Patient engagement components identified, packages researched and purchased

Metric:

• TBD once implemented

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Challenges:

1. Processes and procedures need to be created to be tracked

2. New technology, learning curve

3. Defining roles

4. Funding

5. Legal aspects PRM vs EHR

6. Making sure staff understands benefit of work involved and how it is tied to the mission

Outcomes: Who: When:

1. HIPAA compliance researched TM 06/30/19

2. Workflows identified that can be improved with the PRM CS 09/30/19

3. PRM requirements identified TP 09/30/19

4. Product research completed TP 09/30/19

5. Budget defined for this effort CS 09/30/19

6. PRM package purchased BS 12/31/19

7. Training program established TM 03/31/20

8. Health information library developed TP 03/31/20

Overall Team Leader: Teri Petram

Team Members Responsible for Project Metric: TBD

Team Members: Leadership, Management, Staff Support, Case Managers, Patient Advocates

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Strategic Initiative C: Diversification of Income Streams

Description: This project will increase long term financial sustainability of the clinic.

Why:

• Current income stream should not be the only source of revenue

• To generate extra income to enhance services

• Protect our options

• Insure awareness on what other income streams might be available

• Potential to change perception of our image

What it Includes:

• Identifying people who can be resources with skills and knowledge to help

• Financial analysis of potential opportunities

• Research

• Idea development (Utilizing organizational intellectual property as potential income generators (Centricity Forms), businesses staffed by BH patients, substance abuse treatment house, senior living, rental property…)

• Board buy-in

• LLC’s

• White paper development (Mike)

• Education of board and staff

3-Year Goal:

• Diversified income streams contributing to overall financial health

1-Year Target:

• Diversified income plan in place

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Metric:

Measure name: Revenue contribution from other income sources

Data plotted: $ coming from outside sources

Type of chart: Pie Chart

Target: TBD

Challenges:

1. Getting board members to step up and do the work needed

2. Finding the resources to help

3. Getting appropriate/realistic time goals

4. Learning curve

5. Time for participation

6. Staying on top of state and national funding

Outcomes: Who: When:

1. Board commitment KW All Quarters

2. Key resources identified KW 06/30/19

3. Potential opportunities explored MV 09/30/19

4. List of potential income diversification projects developed MV 12/31/19

5. Income diversification plan developed BW 03/31/20

Overall Team Leader: Kathy Watkins

Team Members Responsible for Project Metric: Bill Was

Team Members: All Board, Staff as needed

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Improvement Project 1: Operations Enhancement

Description: This project will identify ways to improve and implement operational work flows.

Why:

• Improved communication needed

• Efficiency of work flow

• Improve patient experience

• Improve staff morale

• Less turnover

What it Includes:

• Identify best practices

• Improving conflict management communication

• Improving effective communication (NVC, change communication…)

• Balancing Willow and Talkeetna’s unique aspects while considering clinical standards

• Improving work flows as needed (scheduling, patient intake, patient ed…)

• Training

• Oversight for follow through (accountability)

• Evaluation and adjustment

3-Year Goal:

• Our organizational workflows are optimized and continuously improve

1-Year Target:

• Staff knowledgeable and fully participating in the operational enhancement initiative

Metric:

• TBD staff will develop and determine target by department (ex. BH therapist will see 5-6 patients per day with appropriate documentation, auditing and monitoring of processes being used)

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Challenges:

1. Completing the loop in PDSA

2. Lack of accountability and support

3. Low perceived value of time

4. Managing the amount of change we are trying to take on

5. Staff turnover

Outcomes: Who: When:

1. Effective communication methods established TP 09/30/19

2. High priority workflows improved CS 12/31/19

3. Processes/procedures assessed TM 12/31/19

4. Coordinated training program in place TM 12/31/19

5. Roles clearly defined SSH 03/31/20

6. Auditing and monitoring for high priority workflows established TM 03/31/20

Overall Team Leader: Tanya MacDonald

Team Members Responsible for Project Metric: Cricket Stankowitz

Team Members: Leadership, Management, Staff Support

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Improvement Project 2: Management Team Support and Structure

Description: This improvement effort will allow us to more effectively manage our clinics.

Why:

• Make better more informed decisions

• Implement tone and direction for clinic

• Bridging communication between staff and leadership

• Strengthen the clinic creating stability

• Patient and community experience could be enhanced

• Employee morale

• Retention of quality staff

What it Includes:

• Employee understanding, support and buy in

• Effective and efficient management team meetings

• Support for staff support team

• Role clarification and autonomy

• Culture change

1-Year Target:

• Effective Management Team Support and Structure in place and operational

Metric:

Measure name: Management Team Effectiveness

Data plotted: Staff Satisfaction - quarterly (sub-set of questions to address management team effectiveness)

Type of chart: Line

Target: Establish baseline

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Challenges:

1. Creating time to address issues that surface

2. Breaking down silos

3. Creating common goals

4. Building trusting relationships

Outcomes: Who: When:

1. Operating rhythm of team enhanced BS All Quarters

2. Report back to staff on surveys CS All Quarters

3. Staff support team revitalized SSH 06/30/19

4. Team development work done DT 09/30/19, 03/31/20

Overall Team Leader: Duronda Twigg

Team Members Responsible for Project Metric: Bronn Salmon

Team Members: Leadership, Support Staff Team

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Improvement Project 3: Staff Retention, Development and Training

Description: This project will work to improve our system for training, development and retention.

Why:

• Support staff development

• Reduce risk for the organization

• Improves quality of care

• Retention of employees

• Increases productivity

• Staff satisfaction

What it Includes:

• Analysis of what professional development training is needed

• Analysis of current training methods

• Staff education

• Incentive program

• Resources for training

• Budget

2-Year Goal:

• System for training, development and retention developed and in use

1-Year Target:

• Analysis completed and plan for implantation developed

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Challenges:

1. Time to work on this effort

2. Staff turnover

3. Accepting change

Outcomes: Who: When:

1. Needs for professional development training defined SSH 09/30/19

2. All training offerings researched SSH 09/30/19

3. Analysis of current training methods completed SSH 09/30/19

4. Resources or training explored SSH 12/31/19

5. Incentive program explored SSH 03/31/20

6. Budget for this effort established SSH 03/31/20

Overall Team Leader: Stephanie Stanley-Harrell

Team Members: Tanya MacDonald, Management Team, Sky Pride

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911 West 8th Avenue, Suite 207Anchorage, Alaska 99501

Office 907.276.4414Fax 907.276.4419Toll Free 877.276.4414www.professionalgrowthsystems.com